Foolishness: Doing things the same old way and expecting change.
Adrian Loveridge - Small hotel owner
From a tourism marketing perspective, there are two phrases, expressions or mission statements that I have come to detest. They are ‘paradigm shift’ and ‘thinking outside of the box’.
It’s not the words themselves, but more the people that tend to quote these sayings frequently. Because in hindsight what at the time seems almost an imperative to implement change, inevitability becomes seemingly the last thing on their minds.
Barbados Tourism stuck in the mud
Most people consider tourism a dynamic industry which is subject to frequent change and almost perpetual challenges. So it would be unreasonable to think that ‘we’ could keeping doing things the same old way and achieve different results, surely?
Many industry players over the years have expressed that there should be changes in the way we market Barbados, including the last president of the Barbados Hotel and Tourism Association. Wayne Capaldi suggested a hybrid private/public sector team dedicated to marketing the destination. Clearly no-one has more vested interest in seeing both increases in long stay visitor arrivals and all importantly (in my opinion) average overall spending, than the tourism stakeholders.
Perhaps a greater degree of private sector involvement is desirable, with some form of inbuilt check and balance to ensure all sub-sectors are fairly represented.
A National Tourism Marketing Committee involving both sectors has been tried before, but it was quickly disbanded before any proper analysis could be made of its effectiveness.
I also think its time to re-visit the mandate of the Barbados Tourism Authority to see if in a changing world, it is still fulfilling its stated objectives.
The only BTA mandate that I can access on the internet is a document called Chapter 342 – L.R.O 1997.
One section 25 (1) states ‘No person shall operate any tourist accommodation unless that person first applies for and obtains a licence issued in accordance with the regulations’.
Yet scores and probably hundreds of accommodation providers do operate without a licence.
How can all-embracing and effective marketing strategies be implemented when we have no real idea of what our room stock comprises of? Are we also missing further opportunities here?
For instance, do these unlicensed properties pay VAT, have current public liability insurance, health or fire certificates? Do they contribute in anyway to the marketing costs of promoting the destination?
I have queried the lack of regulation several times before, but the response has always been that the Barbados Tourism Authority does not have the resources to monitor and enforce this aspect of its mandate.
This I find surprising from an organisation that employs around 130 people and has an annual budget that almost reaches BDS$100 million.
Perhaps if this really is the problem, then accommodation registration and licensing should be farmed out to a commercial entity who can recoup the costs through a fee.
Or alternatively, if it remains in its present structure allow the Barbados Tourism Authority to concentrate on marketing the destination and transfer licensing to the Ministry of Tourism.
One thing for sure, if an unlicensed 100 room hotel sprung up on the west coast, it would become front page news and we would hear a lot more squeals of protest from the policymakers.
Meanwhile, we shall go on trying to compete with properties that do not share the same responsibilities and obligations.
Adrian Loveridge is co-owner of Peach and Quiet Hotel, an award-winning intimate establishment situated on our beautiful south coast.
Editor’s Note: This article was printed as received with the exception that BFP changed paragraph breaks and provided the title, subtitles and captions.
Barbados Free Press 
It is my view, and I speak from a Cnanadian perspective, there are a number of issues that need to be addressed in order to make Barbados a growing destination for the “average” tourist. They are
1. Advertising. In the major Canadian news paper that publish a travel section, Barbados destinations are seldom advertised and when they are, the cost of a 3 1/2 star hotel with air fare is often 3 times the price of other “warm destinations”. Smaller hotels in Barbados would do well to band together and advertise some competitive pricing so that they can compete against what travel agents are currently selling
2. Cost. Barbados is very expensive. Currency exchange rates for other warm destinations offer North Americans a much better value proposition.
3. The age factor. The 25 to 35 year olds are going to places like Mexico, Dominica, and Cuba where they can get all inclusive packages including all their drinks and food for as little as $700 in accomodation that is 4 star. That willl lead to further problems because when they say “lets go back to…..”, Barbados won’t be on their radar screen.
Barbados has much to offer as a destination. The internet and the recession has changed the way people plan their vacations. Value for money is number one. The facilities and air lift are available to provide competitve vacations. Someone has to get it pulled together and organized.
@Adrian
You say, “From a tourism marketing perspective, there are two phrases, expressions or mission statements that I have come to detest. They are ‘paradigm shift’ and ‘thinking outside of the box’”.
I’m in total agreement. What I have found is a significant number of people (including some in leadership roles) using those phrases are using them as a ‘Cliché’ they have no idea about the context in which these terms would make sense. The other idea captioned in your sub-heading is a paraphrase of what is now generally accepted as the definition of ‘insanity’.
Getting to the central point you are making, and given that Barbados was incapable of preserving the most important hotel of historical significance, and over and over Barbados has shown that it is incapable of caring for its environment I am posing the question to you – What is it that Barbados is marketing?
Traveler,
Thank you for your observations.
There is a group of around 52 smaller accommodation providers which trades under the name of Intimate Hotels and receives an annual Government grant to assist with marketing. The only other representation for the 70 or so small hotels that are not members of Intimate is the Small Hotel Product Club which has not met for six months.
Diagenesis,
You raise a very good point and I think its time that we re-define exactly what our product is.
On 10th November there was a media launch of a new tourism white paper.
Nine days later the discussion document was finally added to the Ministry of Tourism website and I expect the email contact and feedback details will be activated sometime.
Sadly, there does not appear to be any opportunity for NON Barbadians and the Diaspora to constructively comment and offer
suggestions on how we can improve our tourism product and personally I think this is a BIG mistake.